Managing Stress at Workplace by the Employees and its Perils

Transcription

1 Managing Stress at Workplace by the Employees and its Perils Mr. Nagendra Prasad.K 1, MBA, M.Phil.(IB) (Ph.D.) Research University, Coimbatore, Tamilnadu & Associate ICBM-School of Business Excellence, Hyderabad, Telangana, India Co-Author Mrs. Narayanamma 2, MBA, (Ph.D.) Research University, Hyderabad, Telangana, India Co-Author Mrs. M. Maheshwari 3, MBA, (Ph.D.) Research University, Hyderabad, Telangana, India ABSTRACT Stress can be defined as a lively circumstance in which people face constraints, opportunities, or loss of something they desire and for which the consequence is both unpredictable as well as crucial. Stress is the response of people to the unreasonable/excessive pressure or demands placed on them. Employees stress is a growing concern for organizations today. Employee Stress is negatively correlated to their work performance. In short, more the level of stress, lower is the performance as per the Inverted U model. As stimulation increases, work performance initially increases, but after a point of time begins declining. The exact location of this variation appears to depend on the complication of the work/task/job being performed. The more the work complication, the less the stimulation levels at which a decline in performance occurs. The causes of work stress are both Organizational and Individual factors (the degree of stress an individual experience, to an extent is dependent upon his/her own appraisal of the demands of their work). The key is to manage stress so it's at optimal levels that can help drive workers' purpose and motivation. Key words: Inverted U-Model, organizational and individual causes Definitions of stress: Organizations vary in their operational definitions of stress and this in turn produces the differing responses and contractual arrangements used to address it. Modern definitions of stress share a number of essential ingredients. They all, to a greater or lesser extent, recognize that stress is a personal experience caused by pressure or demands impacts upon the individual s ability to cope or, at least, his/her perception of that ability Stress arises when individuals perceive that they cannot adequately cope with the demands being made on them or with threats to their well- id- jamrpublication@gmail.com Page 146

2 being (Lazarus, Psychological Stress and the Coping Process, 1966). The Health and Safety Executive (HSE) defines stress as an adverse reaction people have to excessive pressures or other types of demand placed on them. Work-related stress is thus understood to occur when there is a mismatch between the demands of the job and the resources and capabilities of the individual worker to meet those demands. Stress, very simply, is a built-in condition. Humans are hard-wired to have a physical and psychological stress reaction when facing a perceived threat, whether it is real or not. Specifically, the body reacts with the fight or flight response triggered by the sudden release of the cortisol and adrenaline hormones. These hormones keep the body and mind coiled, alert and ready for reaction to the threat. In the modern-day work scenario, being under stress can serve as a useful motivator to perform, provided it is in the right degree and does not produce job strain. Stress is not always negative. It may also bring out the best in individuals at times. It may induce an individual to discover innovative and smarter way of doing things. This positive dimension of stress is called as eustress. But usually, the term stress has a negative implication and this negative aspect of stress is termed as distress. As far back as 1908, researchers discovered that once stress reaches a mid to high level, productivity drops off remarkably. And when productivity drops off, the bottom line suffers. Absenteeism, escaping from work responsibilities, arriving late, leaving early, etc. Deterioration in work performance, more of error prone work, memory loss, etc. Cribbing, over-reacting, arguing, getting irritated, anxiety, etc. Deteriorating health, more of accidents, etc. Improper eating habits (over-eating or under-eating), excessive smoking and drinking, sleeplessness, etc. Common causes of excessive workplace stress Fear of being laid off More overtime due to staff cutbacks Pressure to perform to meet rising expectations but with no increase in job satisfaction Pressure to work at optimum levels all the time! Previous Research: The Inverted-U model The Inverted-U model (also known as the Yerkes- Dodson Law), was created by psychologists Robert Yerkes and John Dodson as long ago as It shows the relationship between pressure (or arousal) and performance. Symptoms of stress at workplace Some of the symptoms of stress at workplace are as follows- id- jamrpublication@gmail.com Page 147

3 The Causes of Workplace Stress 1. Organizational factors / causes Job stress is commonly defined as the harmful physical and emotional responses that occur when the demands of the job exceed the capabilities, needs or resources of the worker. Studies show that employees who feel they have little control over their work in one way or another report higher stress levels. According to the APA, the top stressors for people in the workplace, in order of importance, are: According to the graph, peak performance is achieved when people experience an optimum level of pressure. However, when they experience too much or too little pressure, their performance declines sometimes severely. The left-hand side of the graph shows the situation where people are under-challenged and unmotivated. The middle of the graph shows where they're working at peak effectiveness. They're sufficiently motivated to work hard, but they're not so overloaded that they're starting to struggle. This is where people find their work enjoyable and are in a highly productive state in which they can do their best work. The right-hand side of the graph shows where they're starting to "fall apart under pressure." They're overwhelmed by the volume of work and they may be starting to panic. Low salaries (43 percent) ƒ Heavy workloads (43 percent) Lack of opportunity for growth and advancement (43 percent) ƒ Unrealistic job expectations (40 percent) ƒ Job security (34 percent) Additional on-the-job stressors include lack of participation in decision-making, ineffective management style and unpleasant work environments that includes disruptive noise levels. In fact, nearly 60 percent of workers in one study reported that noise such as coworker conversations enhanced by open offices caused added distraction and stress, and a study at Cornell University showed that even low-level office noise increased stress hormone levels. Longer work hours is another prime stressor. Almost half of employer s report business performance is being affected by the stress of employees working long hours, and other impactful factors. Working overtime can result in poor mental performance, increased illness and workplace injuries. id- jamrpublication@gmail.com Page 148

4 2. Individual factors /Causes: Subjective Appraisal of Stress The degree of stress an individual experience is, to an extent, dependent upon his/her own appraisal of the demands of their work. Such a subjective appraisal will in turn be affected by a range of socio-economic factors, many of which may not be directly work-related. For example, gender, race and age all play a part, as do geographic location, housing, health, number of children, family arrangements and community networks. In addition, more specific psychological factors must be considered, including past experiences and personality traits. Finally, stress levels seem to depend on what a person interprets as threatening or challenging, and whether that individual believes him or herself able to cope with it. All of these social and psychological variables may profoundly affect individual experiences of stress, so much so that stress appears, ultimately, to be in the eye of the beholder. For this reason, it is arguable that subjective and self-reported evaluations of stress are just as valid as objective data such as statistics on accidents or absenteeism. Skill Level People's levels of skill with a given task directly influence how well they perform, which is why you need to train your people intensively if you want them to cope in high pressure situations. For instance, if they're not practiced enough to do a task, they'll feel under serious pressure, and they won't perform well. What's more, people are less able to think in a flexible, methodical way when they're under pressure, which is why they need to be able to fall back on wellrehearsed responses. Task Complexity Task complexity describes the level of attention and effort that people have to put into a task in order to complete it successfully. People can perform simple activities under quite high levels of pressure, while complex activities are better performed in a calm, low-pressure environment. Personality A recent report by the National Association of Mental Health confirms that the individual worker s personality and coping strategy can have direct, moderating or perceptual effects on stress outcomes. For example, an extroverted person might find a socially isolating job more stressful than an introverted person, who conversely, might find a job with greater levels of social interaction more difficult and stressful. Moreover, a worker s past experience, individual characteristics and personal resources appear to influence how she or he interprets and manages the specific conditions and demands of the job. Self-Talk The level of a person's "self-talk" is an important factor. People who are self-confident are more likely to perform better under pressure. This is because their self-talk is under control, which means that they can hold their attention for a long time and can concentrate fully on the work at hand. Whereas, people who criticize or question themselves are likely to be distracted by their self-talk, which can cause them to lose focus in pressurized situations. The more that people are able to lower their anxiety about a task (with practice, or with positive thinking) the better they will perform. id- jamrpublication@gmail.com Page 149

5 Effects of job stress: Disability and Accidents, Workers' Compensation Claims: Stress-related distraction or sleepiness account for an estimated 60 to 80 percent of accidents on the job, according to the American Institute of Stress. Workers compensation claims for stress have increased substantially every year, threatening to bankrupt the system in several states. Absenteeism: absenteeism is to blame for 26 percent of health-related lost productivity in business. Thousands of workers miss work because of stress. Presenteeism: As the term used to describe the opposite of absenteeism, presenteeism refers to employees coming to work yet not functioning up to their capabilities on the job. In one survey, 60 percent of workers reported losing productivity due to stress while at work during the past month. Presenteeism manifests in a host of ways, including making mistakes, more time spent on tasks, poor quality work, impaired social functioning, burnout, anger, resentment, low morale and other detrimental factors. Physical Effects: Workers who report that they are stressed incur healthcare costs that are 46 percent higher than for non-stressed employees, according to the National Institute for Occupational Safety and Health (NIOSH). And 60 to 90 percent of doctor visits are attributed to stress-related illnesses and symptoms. Left untreated, prolonged stress can raise the risk for developing chronic and costly diseases. Among them: heart disease, diabetes and even some cancers, which can collectively account for a vast amount of all healthcare costs. Stress can also lower the immune system and play a role in a person s susceptibility to more colds, flu and other infectious diseases. Additionally, people who are stressed are more likely to experience pain-related conditions, and a host of other ailments, from teeth grinding and chest tightness to fatigue. In fact, an American Psychological Association (APA) survey found that 53 percent of workers reported fatigue due to work stress. Psychological Effects: Major signs that workers are experiencing mental duress include poor concentration, short temper, job dissatisfaction and low morale. Stressed workers have an elevated risk of mental health problems, ranging from anxiety and substance abuse, and perhaps, the most significant, depression. In fact, stress and clinical depression the two often go handin-hand trail family crisis as the second and third most significant problems in the workplace. The National Institutes of Mental Health estimates that depression has resulted in $23 billion a year in lost workdays. Organizational Approaches to reduce stress Address Job Roles The American Psychological Association suggests a range of ways that a company s culture can be changed to help reduce stress: ƒ Ensure that workloads are in line with workers capabilities and resources. ƒ Design jobs to provide meaning, stimulation and opportunities for workers to use their skills. ƒ Clearly define workers roles and responsibilities. ƒ id- jamrpublication@gmail.com Page 150

6 Give workers opportunities to participate in decisions and actions affecting their jobs. ƒ Improve communications to help reduce uncertainty about career development and future employment prospects. ƒ Provide opportunities for social interaction among workers. People who manage their stress well are more engaged. Engaged workers are physically and emotionally healthier; they miss fewer days of work, they are more productive when they are there. Work/Life Balance Strategies: Establishing work schedules that are compatible with demands and responsibilities outside the job and offering supportive services can help reduce stress: do their work, according to lead author Ravi S. Gajendran. Working at home also helps workers better manage work/family demands. Conclusion Whether stress can spoil or increase performance is dependent on factors such as work complication, the skills and expertise of the employee in performing a task, personal traits of individuals/employees involved. It is thus very essential to have effective stress management strategies in an organization so that the detrimental repercussions of stress on the employees as well as their performance can be reduced and controlled. Organizations which encourage an open and honest communication develop an environment in which employees are less likely to be stressed out, enabling the employees to best utilize their abilities and skills and, thus, stimulating the employees work performance Flex time: Allowing workers to start or end the workday earlier or later can reduce work/life stress, especially for working parents. Flex time can also reduce the stress of commuting in rush hour traffic. Job sharing: This allows at least two people trained to perform each job, enabling each employee to have time off without losing productivity. Work from home: Working from home results in higher morale and job satisfaction and lower employee stress and turnover, according to an analysis of two-decades of studies involving nearly 13 thousand employees, conducted by researchers at Pennsylvania State University. The prime reason is that working at home provides employees more control over how they id- jamrpublication@gmail.com Page 151